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OHA staff present Mana‘i Maoli Ola baselines and 2035 targets; trustees seek tactics and board engagement
Summary
OHA strategy staff presented the Mana‘i Maoli Ola provisional baseline-and-target matrix — 26 strategic outcomes across four directions — and trustees discussed timeline for tactics and monitoring.
Office of Hawaiian Affairs senior staff provided trustees with a provisional update on Mana‘i Maoli Ola, OHA’s strategic plan, showing baseline measures and 2035 targets across 26 strategic outcomes grouped under four strategic directions: education, health, quality housing and economic resiliency.
Senior Director of Strategy and Implementation Elena Farden said the materials present starting baselines (where OHA is now), explicit targets for 2035 (where the board aspires to be) and the strategic outcomes that align to those goals. Farden described the matrix layout and said the document is intended to provide a clear line of sight from outcome to measure to target.
Farden and trustees discussed next steps: staff will convert the strategic outcomes into programs, initiatives and tactics that can be connected to budgets and partner agreements. Trustees indicated they want to see the tactics, foreseeable contracts/MOUs and short‑/medium‑term milestones that will enable tracking of progress. Trustees also asked for mechanisms that allow the board to weigh in as tactics are developed; staff proposed forming a pre‑BAE (pre‑committee) working session to review tactical proposals before full committee consideration.
Several trustees praised the work and emphasized application to budgets and accountability. Trustee Aquino highlighted a housing outcome example: a baseline and 2035 target for Native Hawaiian homeownership that will allow the board to track progress and allocate resources accordingly. Trustees also raised questions about whether the plan sufficiently addresses self‑determination (Ea) in practical terms; staff responded that tactics and programs are the mechanism for creating the conditions for Ea to thrive and that some legislative and program actions (for example, proposed changes to the composition of island burial councils) already align to the strategic outcomes.
Staff said they are already developing initial program proposals (12 initial proposed programs across the four directions) and plan to present tactics and budget links for trustee review as part of upcoming committee work. Trustees requested one‑on‑one briefings where needed and prioritized establishing clearer lines of sight between proposed tactics and the strategic outcomes in the matrix.
The presentation gives trustees measurable baselines and goals that trustees can use to prioritize budget and policy choices in coming fiscal cycles.
